Echi da Marsiglia - PMI-NIC

Echi da Marsiglia
Rischio nei progetti complessi;
Project Portfolio Management;
Soft Skills : complessità culturali;
Roberto Cimino, PMP
Rischio nei Progetti Complessi
Joy Gumz (Project Auditors, LLC) Risk on Complex Projects: A
Case Study (PRJ05)
Already one of the industrial centers of Saudi Arabia and the world, Jubail is getting an
$80 billion expansian, courtesy of the Royal Commission for Jubail and Yanbu. The
22-year project, dubbed Jubail II, will double the city's population to over 300,000.
The scheme calls for up to 100 industrial plants, an expanded port, several new
highways and railways, an 800,000-cubic-meter desalination plant, and an oil
refinery capable of producing 400,000 barrels a day. Jubail II also will include
three new residential districts, each of them spanning 10 square kilometers and
accommodating 50,000 residents. The entire project is slated to be finished in 2024.
Jubail
Rischio nei Progetti Complessi
Il sito
Rischio nei Progetti Complessi
Background
400 kb/d Arab Heavy capacity
High complexity with full conversion,
no heavy fuels
Refining scheme geared to Diesel/Jet
production
Petrochemical integration - 700 kt/a
paraxylene
Capex: 10 GUS$+
15 packages, 14 contractors (Europe,
Asia, ME)
Ownership: 62,5 % Saudi Aramco,
37,5 % Total
Debt/Equity: 65/35
Rischio nei Progetti Complessi
Lo schema del complesso
Rischio nei Progetti Complessi
Prodotti e Mercati
Rischio nei Progetti Complessi
I packages
Rischio nei Progetti Complessi
Project Schedule
Rischio nei Progetti Complessi:
Procurement Risks
• La fase di procurement è critica nei progetti complessi: impatto su
tempi (delays) e budget;
• Il mancato allineamento tra contractor e sponsor può anche avere
impatto sulla qualità (con conseguente necessità di rework,
usualmente nelle fasi a valle del hand over dei packages);
• Il veicolo contrattuale è critico e la preparazione di dettagliate
clausole molto importante (prevenzione e/o miglior gestione dei
claim);
• Il rischio maggiore dello “spacchettamento” del lavoro (15 work
packages) risiede nell’ integrazione: to retender or not to
retender?
Value as PPM Driver
F. Abdollahyan (Cyrus Associados) - Management of
Value as PPM Driver (TRN11)
Programs and projects, whether organized and managed in portfolios
or not, are means rather than ends to realizing business strategy.
(PMI, 2008 and OGC, 2009) Their primary aim is to create value
for organizations that undertake them.
The PMO structures should adapt themselves, incorporating new
services and functions, and change the focus-of efficiency
(scope, time, cost, and quality) to effectiveness (relation
between benefit and cost under uncertainty), thus becoming
effective support structures of value creation. In other words, the
PMO (with its focus on internal factors, such as scope, time, cost,
quality, resources, and risks management) should evolve into the
Value Management Office (VMO), which focuses on the
business case, benefits, and value realization
.
Value as PPM Driver
Value for money
Value as PPM Driver
Allineamento strategico dei progetti
Value as PPM Driver
Valore tangibile e intangibile
Value as PPM Driver
Valore come driver nel decision making
FASE DI SANZIONAMENTO
FASE DI POST-AUDIT
Value as PPM Driver
PMO e VMO
Value as PPM Driver
Progetti, Programmi, Strategie, Metriche
Strategy and Objectives
Metrics
Portfolio
Operations
Performance
Measurements
Benefits
Programs
Results
Projects
Inputs
Feedback
to higher
level
Soft Skills
la dimensione culturale
O. Zein (Projectize Ltd)- Cultural Complexities in Multinational
Projects (F. ISS07 )
M. Mayer (EnabledWare), Y. Bello (SpaceMinds) - Leading Cross
Cultural Teams in Today’s Global Marketplace (PRJ01)
“When globalisation started and large organizations began to expand
overseas they were hit by the first lesson of cultural impact on
business practices. Not only did well-established management
practices in the USA fail to work in Japan and elsewhere, they also
proved inimical and were detrimental to results.
Can we apply our lessons learnt from studies of multiculturalism’s effect
on business and processes to projects?”
“There is the assumption that any good communicator will be equally as
successful when communicating with people from another country and
culture. Communicating without sensitivity to another country’s
culture, norms, and values often leads to misunderstandings..How do
you learn to communicate across cultures? “
.
Soft Skills
La diversità culturale è fonte di conflitti
Soft Skills
Definizioni di cultura
“Collective programming of the mind which distinguishes the group of people”
(Geert Hofstede)
“Insieme di convinzioni che i membri di un determinato gruppo/organizzazione
hanno”
• L’impresa non è monolitica in termini culturali, ma vi convivono
diverse ‘sottoculture’che si sviluppano per direttrici funzionali (aree tecnica,
amministrativa, legale..) e geografiche (estero/nazionale, locale/centrale);
• Tutte le organizzazioni, sia sociali che industriali, ‘forniscono’ai loro membri
un insieme di simboli e cognizioni condivise che servono per entrare in
relazione sia con gli altri membri dell’organizzazione che con il mondo
esterno;
( A. Nahavandi, A. R. Malekzadeh,’Acculturation in mergers and acquisitions’,
Academy of Management review, 1988, vol. 13, No.1
Soft Skills
Culture shock and assimilation cycle
+
Percezione
Esplorazione
Acculturamento
Stabilizzazione
Soft Skills
Geert Hofstede e le dimensioni culturali
Through the publication of his scholarly book "Culture's Consequences“
(1980, new edition 2001), Geert Hofstede (1928) became the founder of
comparative intercultural research. His most popular book "Cultures and
Organizations: Software of the Mind" (1991, new edition 2010, co-authored
with Gert Jan Hofstede and Michael Minkov) has so far appeared in about
20 languages. Geert Hofstede's articles have been published in social
science and management journals around the world. He is recognized
internationally for having developed the first empirical model of “dimensions“
of national culture, thus establishing a new paradigm for taking account of
cultural elements in international economics, communication and cooperation.
Later, he also developed a model for organizational cultures.
Soft Skills
Le dimensioni culturali-1
• Power-Distance:
– How far the culture encourages superiors to exert power (and
how far ithis is accepted/desired);
– Low Power-Distance: superiors & subordinates consider
themselves colleagues;disagreement is accepted; subordinates
expect to be consulted;
• Uncertainty Avoidance:
– Ease with which culture cope with novelty;
– Age old wisdom vs. risky behaviour of the
young/inexperienced;
– Low uncertainty avoidance cultures: eccentrics are
accepted/encouraged; great deal of creativity/innovation;
Soft Skills
Le dimensioni culturali-2
• Individualism-Collectivism:
– The degree to which a culture encourages individuals to take
personal responsibilities;
– Collectivism: emphasis on extended families/tribes:
exchanging loyalty for protection;achievement must be for the
group;
– Individualism: achievement is for the individual;
• Masculinity-Femininity
– Power/Wealth/Possession vs. quality of life/relationships;
Soft Skills
Gli impatti sulla gestione di progetto
• Project Planning & Scheduling:
– High level planning vs. low-level detailed planning: uncertainty
avoidance?
• Acknowledging Achievements:
– Individualism/Collectivism: acknowledging the individual vs. the
group;
• Delegation:
– High uncertainty avoidance: delegation resisted or rejected;
• Governance & Control:
– High uncertainty avoidance: tendency towards minimum
responsibility/ routine control desired;
– Masculine culture: resistance to detailed control;
Soft Skills
Dimensioni culturali Europa-USA
100
90
80
70
60
50
40
30
Italia
Germania
UK
USA
20
10
0
POWER
DISTANCE
INDIVIDUALISM
COLLECTIV.
MASCULINITYFEMININITY
UNCERTAINTY
AVOIDANCE
Soft Skills
Dimensioni culturali OECD-BRIC
100
90
POWER DISTANCE
80
70
INDIVIDUALISM
COLLECTIV.
60
50
MASCULINITY-FEMININITY
40
30
UNCERTAINTY AVOIDANCE
20
10
0
Cina
Giappone
Brasile
India
USA